Multi-Agency Public Protection Arrangements: Guidance for Youth Offending Teams Special considerations may apply to the management of young offenders. Research carried out by Victim Support found young offenders are particularly vulnerable to being harmed by others and becoming victims of crime. Each force should ensure that all new public protection staff are adequately trained and that existing staff are afforded opportunities for their continuing professional development CPD through appropriate training.
Workloads relating to offender management must be manageable. The assessment of what constitutes a reasonable number of cases to manage must include a scrutiny of the risk level ratios very high, high, medium or low being managed by case officers. The current model practiced in force suggests that a maximum of 20 per cent of the caseload should be of a high risk level.
This is essential for the safety and welfare of officers, for resilience during periods of staff absence eg, sickness, annual leave, cover, vacancies and other absences and for ensuring effective and proactive management of offenders.
Workloads should take into account the: There should be clear and auditable managerial scrutiny of these arrangements, undertaken regularly and in a timely manner. Such systems should recognise the difficulties with mutual cover arrangements which can create pressure and affect the quality of work. They should also be regularly vetted while in post at least every three years. MOSOVO unit managers should ensure that officers receive adequate administrative and intelligence-led support to help them: Training The College of Policing has developed specialist training for police officers and staff responsible for managing sexual and violent offenders.
Where possible, staff should have access to joint training across the police, probation and prison services. Forces should also consider joint training with partner agencies including social services, mental health services and youth offending teams YOTs. Welfare and safety Striking the balance between operational and health and safety duties in the police service In accordance with the duty of care placed on chief officers, all forces must have in place risk assessments, policies and procedures to ensure that the duty to consider the safety and welfare of staff is fulfilled.
Supervisors of operational staff and their managers should: Recognising diversity and responding appropriately The Equality Act and the Human Rights Act require an appropriate response to all diversity issues. For example, some offenders whose first language is not English or who have hearing problems may need translation or interpretation services. Staff should record their recognition of and responses to diversity issues in case files.
Although the police have duties under diversity and equality legislation, the fear of being accused of discrimination, such as racism, should not divert staff from acting on risks to the public. Investigative approach At each stage in the offender management process, staff need to be able to justify their decisions based on available information. Agencies under MAPPA should work with offenders to reinforce their capacity to control themselves and manage their own risk.
This could involve using a combination of agency responses to help offenders identify triggers that increase their likelihood of offending, and teaching them tactics to avoid risky situations.
Not all offenders will be responsive to this approach and they should be assessed on an individual basis. Encouraging offenders to take responsibility for their behaviour is a complex process for all agencies. Page last accessed 19 June First published: